INTRODUCTIN The report aims at describing group, teamwork, organizational conflict, leadership and how to apply these theories to a real world organization--Wal-Mart. Each part we have two branches respectively. At first, we introduce the stages of group development which emphasize something different for members of organization, and effects of workforce diversity. Moreover, self-managed teams play an important role, as well we could illustrate high-performance teams’ attributes. Come to the conflict in organization, we will talk about various conflicts, and also consider the conflict aftermath that can become the latent conflict for a later episode. At last but not least, we explain traits consistently associated with leadership, task- and people-oriented behavior as stable dimensions of leader behavior. Admittedly, the most crucial part is how to put these theories into practice. ANALYSIS

Group and Interpersonal Processes in Organization
Stages of Group Development “During the group formation stage (forming), members of the group first meet each other”(Joseph Champoux, 2010, p.214), In the Wal-Mart, new employees may be from different ethnic groups, different education environment, and different work environment, people who have never been together before introduce themselves to each other. I think members should be encouraged to listen to each other, know each other, and reveal their characteristics and abilities to other group members, and at the same time, it will appear the intragroup conflict. “The intragroup conflict stage (storming) begins to evolve. Discussions focus on behavior, roles, and social relationships that are right for doing the group’s task.” (Joseph Champoux, 2010, p.214). I think conflict is inevitable, but at the same time, it is very useful, especially the leader should build the prestige, and then lead all members to resolve or avoid those conflicts. Conflict arises about how the group do the task of the group, For example in the sales department, if the members had objections for the identified of the sales of a week , the leaders should direct people to do the discussions and make a correct and effective decision . Then, they enter the group cohesion stage. “By the group cohesion stage (norming), the group has defined its roles and role relationship .members accepts each other, and an identifiable group culture emerges.” (Joseph Champoux, 2010, p.214) Wal-Mart has compiled norms and procedures, even if a primary staff also had training courses, the staff can't work in his interest. “Wal-Mart's culture is a manifestation of values system; it is very useful for the all life of the staffs.” (Du Liming). Because all members have a common goal, everyone will form the perception about the leader and workmates, so that members could express themselves, many ideas come from team members. “Group member become comfortable with each other at the task orientation stage (performing) and have accepted the group’s norms.” (Joseph Champoux, 2010, p.214) I think it is very important to choose the right person who conforms to the requirements of the position, so that he or she could develop ability, also takes more responsibilities. We know that most groups are functional groups at Wal-Mart，“functional groups reach the task orientation stage of development and plateau there. Under certain conditions, however, such groups repeat the stages and experience redevelopment.” (Joseph Champoux, 2010, p.214) To establish an efficient team is long-term work, due to either groups are mobile or new members into the team continuously or organization redistributes existing members into new formal groups. “The people are not new to the organization, but they are new to the groups in which they find themselves”. (Joseph Champoux) To my way of thinking, in the process of redevelopment of the organization, the intragroup conflict stage will...

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...﻿BRIEF INTRODUCTION
Wal-Mart is a company based in North America but has become the largest retailer and is larger than any other retail chain in the world. It is clear that Wal-Mart is growing and gaining international power at an alarming rate. Wal-Mart journey from humble beginnings in the 1960s as a folksy discount retailer in the boondocks of Arkansas to a global retailing juggernaut in 2008 was unprecedented among the company of the world: Sales were expected to exceed $400 billion in fiscal 2009.
Wal-Mart provides general merchandise: family apparel, health & beauty aids, household needs, electronics, toys, fabrics, crafts, lawn & garden, jewelry and shoes. Also, the company runs a pharmacy department, Tire & Lube Express, and Photo processing center as well.
There are also many secondary issues surrounding the Wal-Mart Corporation and its large growth. It is the largest retail company in the United States and has been ranked number one on the Fortune 500 Index by Fortune Magazine. Wal-Mart has four parts to their corporate strategy.
1. Dominance in the Retail Market
2. Expansion in the U.S. and International Markets
3. Creation of Positive Brand and Company Recognition
4. Branch Out into New Sectors of Retail
In recent years, Wal-Mart is very active in the...

...standards.
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Wal-Mart’s Management and Leadership Style
Fortune 500 recently ranked Wal-Mart Stores number 1 as the largest company in the world. Sales, Cashflow and Earnings have continued to rise while most other retailers are struggling.
Sam Walton the founder of Wal-Mart opened his first Wal-Mart store in 1962 in Rogers, Arkansas. His vision was to open a store that specialized in name-brand merchandise at low prices. He was surprised that this vision became such a success. In 1970, the company went public and he introduced to his employee his “profit sharing plan, which allowed employees to apply a percentage of their wages towards the purchase of Wal-Mart stock. He believes that this would improve the employee’s income dependent on the profitability of the store. For one employee who’s been employed with Wal-Mart for several years, his stock is worth $707,000. Walton’s belief was that “individuals don’t win, teams do.” He also believed that a “happy employee meant happy customers and more sales. In 1991, Wal-Mart was the largest US retailer with 1700 stores....

...﻿Wal-Mart Case study analysis
Submitted by: Sarfaraj Heranja
Roll No.: 33
Submitted to: Prof. Karan Shashtri
VRIO framework of Wal-Mart
Capabilities
Valuable?
Rare?
Hard to Imitate?
Support by organisation?
IT investments and systems
Y
N
N
Y
Economies of scale
Y
N
N
Y
Relationship with suppliers
Y
Y
Y
Y
Distribution system
Y
Y
Y
Y
Low price offerings
Y
Y
Y
Y
Culture
Y
Y
Y
Y
Core competencies:
Relationship with suppliers:
WalMart known for their supply chain management and this becomes possible because of their relationship with their suppliers. So it is valuable for them and rare also and supports by their logistic department.
Distribution system:
Distribution plays major role in WalMart’s low cost offerings. Because of their effective distribution network they can provide low cost products. So it is valuable for them and rare also and supports by their logistic department and marketing department.
Low price offerings:
WalMart’s main strategy is to provide low cost offerings to their customers and so it is their core competencies.
Culture:
WalMart’s value, thriftiness, hard work, innovation, continuous improvement makes the whole culture of organisation and because of their culture they can formulate and apply strategies.
Value chain analysis
Firm Infrastructure:
WalMart have2485 Wal-Mart stores, 682...